Empowering Your Community, Stage 2: Organization of Sponsorship
Community action is an active and dynamic process, not simply a static occurrence. The first action stage, initiation (Berardi et al., 2021)Â spreads interest in and increases awareness of issues and lays the foundation for the second stage, organization of sponsorship. This second stage continues the process of increasing awareness and focuses on establishing group structure and the organizing of resources needed for grassroots organizations, non-profits, or other groups to achieve their goals (Wilkinson, 2023). Such factors are important in relation to assessing community assets, and needs, and to the formation of action efforts to address perceived problems (Wilkinson, 2023).
Organization of sponsorship is characterized by the development of formal and informal partnerships among diverse social groups and organizations that cut across social and economic lines. These partnerships and channels of communication set the stage for action efforts that meet the general needs of the entire community (Wilkinson, 2023; Larsen, et al, 2015; Olson & Brennan, 2018). Partnerships can give formal group structure to a focused community action, while simultaneously allowing for maximization of resources.
Organization of Sponsorship for Community Action
The organization of sponsorship in the community action process often involves the creation of a new group or the adaptation of an existing group to deal with some local problem or issue (Wilkinson, 1970). This process involves coordination and integration of actions within and across various segments of a local society. This is accomplished through the formation of diverse networks and associations among individuals within different organizations. These linkages assure continued contact across social groups or interest lines that go beyond the lifespan of any one single action issue (Wilkinson, 2023; Luloff & Bridger, 2003). In forming a new action group, the members should be both reflective of the diverse residents of the community and united under an agenda of common needs and interests. This allows for individuals and organizations with distinct, but interrelated pursuits, to come together for community action.
Establishing a group structure and identifying community resources are the keys to the organization of sponsorship stage. Collaborative structure and practices may vary, and consideration for the norms and rules defining the group is necessary. Action groups may be bound by pre-conceived rules and regulations which guide participation and decision making, or groups may be flexible and able to communicate and define goals (Matarrita-Cascante et al., 2020) Lastly, new action groups need to consider power distribution and whether a hierarchical structure is employed or if the group can support power balanced across parties. The difference in power dynamics can contribute to group effectiveness, the communication environment, and result in trust and shared responsibility (Matarrita-Cascante et al., 2020). Without such structures in place, the goal and vision setting and strategy development that take place in stage three will be very challenging.
Including Organization of Sponsorship in Extension Work
When structure and resources are developed during the organization of sponsorship stage, a basis for expanding community action efforts and the development of programs emerges. Recognizing the human, social, and financial assets present among change agents allows for a pooling of the resources necessary to achieve effective community action. The organization of sponsorship stage of community action is therefore vital to long term program development and the development of action plans. Organization of sponsorship can include the following efforts:
1. Develop the framework for forming a group structure
An assessment must be made regarding whether to create a new group or adapt an existing group to deal with some local problem or issue. Through these and other efforts, a diverse group of individuals which share common and uncommon ideas emerges. This framework allows for diversity in the decision-making process and enables a variety of organizations or members to be linked and work towards a common goal. Based on the interest and experience of these individuals, duties and roles can be developed to advance the community group's goals and objectives. In order to make this assessment, there are several actions that can include:
- calling a meeting of interested parties to plan for action,
- putting an ad in the local newspaper,
- asking local governmental officials to take responsibility for common needs or issues,
- appointing a committee to address the issue, forming a new group/committee to address the issue, or
- talking to friends and colleagues to garner support and set up a new network.
2. Establish a decision-making structure to prepare for goal-setting and strategic planning
Once a group structure is in place, a strategic plan must be developed. For the plan to be developed and implemented properly, a hierarchy or structure must be determined by all individuals involved. Forming a Board of Directors or an ad hoc committee are two ways to handle this. The formation of subcommittees to address specific components of the action plan can also emerge at this stage. This structure will evolve over time as new members are brought in, and as the complexity of the action plans become evident.
3. Identify community resources
It is important to maximize existing resources within a community. Resources can take a variety of forms (financial, human, and physical). Different social groups have access to different resources; therefore, pooling resources is more conducive to accomplishing joint action and assists in reaching a wider community with the action efforts. Pooling resources can include:
- asset mapping,
- developing an inventory of skills and capabilities of community members,
- classifying local organizations into categories to coordinate organizing a council of agencies
- identifying fund raising opportunities,
- assessing and consolidating financial resources,
- coordinating legal assistance,
- assessing the action agendas of other local groups,
- assessing and coordinating local human resources.
4. Develop a strategy for allocating resources
Once resources are identified, a strategy must be developed to allocate those resources effectively and in a timely manner. The key here is to be able to apply resources to accomplish multiple goals and needs. Included would be actions to determine what other community organizations or groups are addressing the same issue or need. Partnerships and collaboration with such groups can then be undertaken to utilize resources effectively and enhance partnerships. For example, if a community is trying to address teenage pregnancy, and an organization is already teaching courses on family planning, perhaps the new group formed could provide follow-up information in a brochure or on their Web site. Effective resource allocation involves collaborating with other community organizations, examining local and state resources, and long-term planning of such allocation. Misusing resources can stifle the community action process.
Summary
Organization of sponsorship is the second key step in the community action process. In this stage, the newly formed or already existing group, formally comes together and assesses the resources necessary to develop visions, goals, and a strategic plan. Stage two allows a diverse group of citizens to initiate social change through focused community action. This collaboration not only enhances individual community members' well-being and sense of attachment to the community, but also allows them to see how collaborative efforts can be effective in producing change within their community. Ultimately, organization of sponsorship provides a strong group structure, which is the basis for stage three of the action process: visioning, goal setting, and strategy formation.
References and Useful Reading
Berardi, M. K., & Brennan, M. (2020). Importance of Local Community Action in Shaping Development. Penn State Extension.
Berardi, M. K., Brennan, M., & Marcus, J. (2021). Empowering Your Community, Stage 1: Initiation. Penn State Extension.
Larson, E., Luloff, A., Bridger, J., & Brennan, M. (2015). Community as a Mechanism for Transcending Well-being at the Individual, Social, and Ecological Levels. Journal of the Community Development Society. 46(4): 407-419.
Luloff, A.E., & Bridger, J. (2003). Community Agency and Local Development. Pp. 203-213 in, Challenges for Rural America in the Twenty-First Century, edited by D. Brown and L. Swanson. University Park, PA: Pennsylvania State University Press.
Matarrita-Cascante, D., Lee, J. H., & Nam, J. W. (2020). What elements should be present in any community development initiative? Distinguishing community development from local development.Local Development & Society, 1(2), 95–115.
Olson, B., & Brennan, M.  (2018). From Community Engagement to Community Emergence: The Holistic Program Design Approach. International Journal of Research on Service-Learning and Community Engagement. 5(1): 5-19.
Wilkinson, K. 1970. "Phases and roles in community action." Rural Sociology. 35(1): 54-68.
Wilkinson, K.P. (2023). The Community in Rural America. Denver, CO: University of Colorado Press.
